WORKFORCE SEMINAR

17 NOVEMBER 2017

WiFi password: olympics2012

WELCOME & INTRODUCTION

Kate Terroni, ADASS Workforce Co-Lead

&

Sharon Allen, Skills for Care Chief Executive

Finding and keeping workers

Secrets of success

Paul Buchanan, Evidence and Impact

Annette Baines, Recruitment and Retention

Research into what works well

• Adult social care employers want to attract, recruit and retain the right

staff to support them to deliver high quality, person centred care

• In the past much of the attention has focussed on where things have

gone wrong and why

• Skills for Care decided to turn this on its head and investigate what it

is that those that are successful in this area do differently

• We spoke to 140 employers with low turnover rates (less than 10% in

NMDS-SC) to find out what works well for them in terms of finding,

developing and keeping staff

Attracting and recruiting staff

• Invest in staff development

• Offer good rates of pay and working conditions

• Develop a positive culture where staff are supported and valued

• Utilise staff’s networks to attract like-minded people who buy into the

values of the organisation

• Be clear from the outset about the realities of the job

Most successful advertising channels:

• local press, word of mouth and referrals,

• adverts in community venues, online (website, social media)

Making sure I get the right people

• Conduct values based interviews

• Offer work experience or taster shifts

• Include people who need care and support, their families or

advocates in selection process

• Include pre-interview visits and assessments in recruitment

• Engage with local pre-employment initiatives

What to look for when selecting staff

• First and foremost, values and behaviours

• Also consider prior experience, qualifications, commitment,

willingness to learn and flexibility

When recruiting we have in our minds, would we like them to look after our family member?

Don’t just fill your vacancies, fill them with the right people.

Developing and keeping staff

• It’s vital to retain well trained and dedicated staff to ensure we deliver

high quality, person centre care and support

• Once the right people are recruited, we need to make sure they stay

and grow with us

Identify development needs, using:

• Induction process, regular supervision and performance appraisals,

individual performance development plans, reflective practice

Develop talent and skills through:

• Learning and qualifications

• Mentor or buddy programmes

• Group knowledge sharing sessions

• Check that important values and behaviours are embedded in workplace

Developing and keeping staff

Keeping your people

• Respect and value staff, invest in L&D, embed values and celebrate

achievements

• Involve staff in decision making

• Pay competitively

• Be as flexible as possible (hours, shift patterns) – this is seen to

promote a sense of value and loyalty from staff

• Positive workplace culture, recognising responsibilities outside of work

as this can impact upon performance, physical and mental wellbeing

• Measure staff satisfaction and learn from this to further develop the

culture of the workplace

To be an outstanding care provider means providing a secure happy environment where staff can be themselves and grow and develop.

Individual employers

Skills for Care spoke to 917 individual employers to ask them what

works well for them in terms of finding, developing and keeping PAs

Key findings:

• Find people with the right values, behaviours and attitudes

• Recruiting people they already know has been successful

• Seek recommendations and support from others

• Be very clear about the role

• Seek a “best fit” based on your unique needs

• Good communication, treating staff with respect, being flexible and

creating a positive working environment

• Pay well and on time

Further resources

www.skillsforcare.org.uk/secretsofsuccess

Recruiting for Potential

Underrepresented People

Changing hearts and minds

• There were approximately 350,000 directly employed leavers during the

year 2016/2017

• A large proportion of people leaving their job roles did so soon after

joining.

• On any given day there are around 90,000 vacancies within the sector

• The sector will need between a further 350,000 to 700,000 jobs by

2030

Increasing supply

Skills for Care - Pilot projects

• Criminal convictions (not all are exempt)

• Homeless/rough sleepers

• Mental health

• Drug/alcohol

• Care leavers

• Carers

• Disability

• Re-settled refugees

People with potential talents, values and behaviours

“You cannot pour from an empty cup!”

• Emphasis on preparation and support

• Addressing needs and assessing potential

• Working with the “experts”

• Pace

• Sustainability

“People that have been wounded often

make the best healers”

• Lived experience can be a valuable asset to the sector.

• Diversity of workforce reflects communities they serve

• Prejudice and stereotypical images exist within the sector

• Risk are real but can be challenged and addressed

Group Task: 15 Minutes

Sharing thoughts on implementing this approach

in your areas:

• Good practice examples?

• Getting Started?

Recruiting Young Care Leavers to the Sector

Melanie Weatherley, Chief Executive Officer, Walnut Care

Growing the Social Care Workforce- Lincolnshire’s experience

Princes Trust "Get Into" Programme

SkillsforcareInspire to Influence

Mainstream programmesreaching out to the hard to reach workforce

InspiretoInfluence–ArecruitmentprojecttorecruitandworkwithUnder-RepresentedGroupsinSocialandHealthCare–DeliveredbyLincolnshireCareAssociation

Engage

Begin

Advance

Inspire

MarketingandRecruitment LocalDWP/LocalSchools/Colleges/ICareAmbassadors

`AQuestionofCare`Assessment

LinCAWFD

ProviderSupport

Pastoral/CoachingSupport/HealthandSafetyChecks

ExternalmarketingviaSocialMedia

RecruitX7HealthandSocialCareProviders/EmployabilityProvider

6weeks

6weeks

14weeks

X2LearnersinX7WorkbasePlacementssupportedwithlearningmaterials

EmployabilityTraininginClassRoom–1or2daysperweekbylocalcollege

CommencementofTheCareCertificates’knowledgebase–LinCAWFD

LearningandPlacementSupportthroughmonitoringvisits–LinCAWFD

CareCertificate–ToCompleteincAssessedCompetencies–LinCAWFD/Placements

CareCertificatecompleted–SignupLevel2Apprenticeship–LinCAWFD/Local

Colleges

Developrolespecificskillsviatrainingx1dayperweek

SupportandDeliverAdultCareWorkerApprentishipslevel2–LocalColleges

ProviderssignuptoWorkforceDevelopmentFundandICareAmbassador

programme

Developrolespecificskillsviatraining-Placements

SupporttoCompletionofTheCareCertificate–LinCAWFD/Placements

Deliverables

TheCareCertificate

EmployabilitySkills

ApprenticeshipsPaths

WorkbaseSkillsand

Experience

Inspirationthrough

Success

Employment

NewInnovated

relationshipsacross

HealthandSocialCare

Melanie Weatherley

Chief Executive Walnut Care at HomeChair Lincolnshire Care AssociationFellow of Skilldforcare

melanie@walnutcare.co.uk

APPRENTICES Milton Keynes Council

Work experience schemes for young people in schools who offer heal and care qualifications

Sarah Gammon – Learning & Development Manager, Milton Keynes Council

Emily Graham – Apprentice SNAP Milton Keynes

Lily Hartwell – Radcliffe School & Milton Keynes Adult Social Care Work Experience Programme

Q&A

PRINCIPAL SOCIAL WORKERS

Rob Mitchell, Chair of the Principal Social Workers Network

Elaine James, Lyns Research and Evidence Group, Bradford City Council

Come Back To What You Know (take everything real slow)- Adult PSW Network

What you all up to tonight?

For better Adult Social Work retention – Lets be clear at recruitment - Superheroes need not apply

Health led integration

Conveyor belt of care

Process led social work

Defining social work as care brokerage

Performance:

High care home placements for all client groups

Over commissioning of domiciliary support

Reduced employment outcomes

Transfer of day care culture from hospitals.

Poor outcomes evident across all client groups

Premature death – particularly in Learning Disability Services.

Health inequalities – social work not tackling areas of disadvantage

To deal with demand, we built eligibility walls and actual walls.

Demand leading to a reliance on walls…

Smoke, mirrors and a box of tricks…

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Care Management has its trappings – title, office based, little expectation outside of SALT measures, defined career pathways, aids managerial approach.

Doesn’t need a congruent value base. The transactional process dominates

Social Workers as agents of the state are mainly employed in LA/NHS or commissioned services. Hold professionally taken for granted assumptions that their interventions are helpful.

Requires a high degree of reflexivity on the part of social work employers and social workers as reflective practitioners on the impact of social work.

Accepting that assessments do not define us. So whose job is it anyway?

Community Social Work does not belong in centralised office tower blocks…

Challenges of rejecting care management

Real Walls and Real Barriers

Community Social Work & Real Walls

Real Walls & Real Barriers

Social Work employer whose espoused values are congruent with social work values. Social Workers been given permission to act with autonomy in securing social justice

Access to resources including research libraries, post qualification CPD.

Social Work supervision of professional practice

Promotion of unique role of social workers within the MDT & supporting its status.

A clearly defined adult social work role which at its heart includes -promotion of human rights, lead on personalisation, legal literacy, expertise around ethos & principles of MCA

If Social Workers practice social work you'll retain ‘em!

Visible Principal Social Worker leadership role at board level.

Factors influencing retention

Not placard waving but real meaningful social justice in everything we do.

Legitimate role in leading on safeguarding s42 responsibilities A role which is understood and respected across the NHS Engagement in the wider profession - Days of Action and National

and Regional identity for social workers is crucial An advanced understanding of Adult Social Work in its own right

whilst using the generic knowledge and value base we share Advanced roles across Older People Social Work with

understanding of aging & a home first approach Named Social Workers in Learning Disability, providing

supportive challenge to systems Mental Health Social Work that enables autonomous Social

Workers to fully articulate & advocate the social model All Adult Social Workers accessing a CPD offer from NQSWs

through to BIA, AMHP, PE & other advanced offers. A requirement that all adult social workers practice strength/asset

based & relational social work

What does Social Workers doing social work look like?

Social Justice In Action

Big Bed Time Human Rights Audit

30 teams of social workers across 2 Local Authorities

Visited 63 settings managed by 28 providers (90% rated Good by CQC)

313 people with a learning disability living in the settings

4 Visits (Jan, March, June and October)

Visits at 8pm on a Friday night… What did we find?

People welcomed the visits

69% of people were in bed or ready for bed

75% of people in bed had eaten their evening meal early (5-6pm)

What good is making someone safer if it merely makes them miserable”

Local Authority X vs MM & Anor (No 1) 2007

What did we find....?

1.27 The purpose of this section of the guidance is to further clarify arrangements to have in place a designated principal social worker in adult care and support. Local authorities should make arrangements to have a qualified and registered social work professional practice lead in place to:

lead and oversee excellent social work practice

support and develop arrangements for excellent practice

lead the development of excellent social workers

support effective social work supervision and decision making

oversee quality assurance and improvement of social work practice

advise the director of adult social services (DASS) and/or wider council in complex or controversial cases and on developing case or other law relating to social work practice

function at the strategic level of the Professional Capabilities Framework

Making the statutory guidance real

Front line Social Workers need to see visibility of PSW position in relation to the DASS

Relationships need nurturing between PSW and Assistant Directors in managing operational social work and decision making

Ethos of the department in relation to legitimising challenge to practice and standards at all levels so SWs feel enabled to challenge

Positioning of PSW to be central in statutory processes that provide critical challenge e.g. SARs

Positioning the PSW in relation to NHS hierarchies.

Effective HR Departments in monitoring compliance with registration requirements

Final question to DASSs – When did you last meet face-to-face with your PSW?

Could the PSW role help in retention?

Twitter – @RobMitch92 @ElaineLJames @Mwharvey@adultPSWNetwork

Blogs –

Lastquangoinhalifax.wordpress.com

adultpswnetwork.wordpress.com

Mwharveyblog.wordpress.com

Thank you & any questions (other than when’s lunch?)

LUNCH

12.30-13.00

WiFi Password: olympics2012

WELCOME & INTRODUCTIONS

Margaret Willcox, ADASS President

Tony Hunter, Chief Executive, SCIE

Recruiting AMHPSWhere have they all gone?

Simon GalczynskiDirector of Adult Services

Childrens, Adults, and Community Health DirectorateLondon Borough of Hackney

Mental Health Co-Lead, ADASS

Karen CookHead of Social Work and Social Care

Central and North West London NHS Foundation TrustVice –Chair of Adult Principal Social Worker Network

Warning over ‘severe’ AMHP shortages as hundreds leaveSocial work leaders call for improved national workforce planning as figures reveal AMHP numbers are shrinking at time of rising demand(Community Care September 7, 2016)

“We hear from members that some AMHPs are handing in their warrants because they’ve had enough of the risks around lack of access to beds and lack of effective prevention and crisis services….it’s a dreadful situation to have a key area of specialist statutory work where you’ve got doubts over whether it is even bearable for staff” Ruth Allen. Chief Executive BASW

Concerns that the AMHP workforce was reaching ‘breaking point’ had been raised for years but not heeded. Steve Chamberlain, Chair of the AMHP Lead Network

“ADASS and the LGA need to show more leadership around workforce planning in this particular area”Ruth Allen

ADASS Commissioned Project• In response to these concerns ADASS have

commissioned a project to review the data and information available on AMHP services. Report due 30/3/18. This work is being undertaken by Claire Barcham following procurement process.

• Identified goals are:1) Develop better intelligence on MHA work undertaken by AMHPs2) Using the information gained, support improved understanding amongst Directors, and use this to inform a more effective and sustainable AMHP service3) Develop better understanding about the employment of people with mental health difficulties, and the funds allocated to support this

It’s about time we were paid a decent wage for

a very stressful role that is not recognised

in comparison to doctors

People leave because of

pressures of the job…

It’s not the AMHP’s responsibility to find

the bed, yet often AMHPs are left to directly liaise with

bed managers and a bed may be some

distance awayWho would have the pressure of

being an AMHP for such little money when you can do

BIAs?

The role was stressful….all this

against a background of dwindling

resources, bed cuts and poor financial

reward

..the situation is horrendous

..the situation is unsustainable and unfair. The

risks are immense

Dedicated AMHP teams which remunerate well are the only effective way to retain these

experienced qualified professionals

..Its a shame my LA does

not value the role or me

It was a tough job which has become almost

impossible

Current Figures

• 200 AMHPs left in the past 3 years (figures received from 120 of 152 councils in England)

• The number of AMHPs fell by 7% from 3,139 in 2013-14 to 2,915 in 2015-16

(Community Care article: Warning over ‘severe’ AMHP shortages as hundreds leave. McNicoll, A. 2016)

At the same time:

• Detentions under the MHA 1983 have increased by nearly 50% in the decade between 2005/6 to 2015/16

• Reductions in the number of hospital beds

• Community mental health services have reduced

Responsibilities of the Local Authority

Mental Health Act statutory duty:s.13(1) MHA 1983. If a local social services authority have reason to think that an application for admission to hospital or a guardianship application may need to be made in respect of a patient within their area, they shall make arrangements for an approved mental health professional to consider the patient's case on their behalf.

MHA Code of Practice:• Ensure that there are sufficient numbers of AMHPs to carry out

their roles under the Act – 24 hrs a day (CoP 14.35, Pg.119)

• Support and train AMHPs• Ensure competency• Provide indemnity• Provide legal advice in relation to AMHPs’ duties

(DH and CQC, 2014)

National data

• There is currently no national data about the overall numbers of AMHPs and how they are operating.

• 2017 NHS National Benchmarking working with ADASS has included social care benchmarking for community mental health for the first time including AMHPs

AMHP National BenchmarkingKey areas of data collection:

• Main model of AMHP configuration and hours of operation

• How many warranted AMHPs in LA – how many are social workers/other professions?

• How many are solely employed as AMHPs?

• How many are BIAs?

• Does the LA employ sessional AMHPs?

• How many are available in and out of hours to contribute to a rota?

What the benchmarking won’t tell us

• Workforce profile specifically of the AMHPs

• Whether they intend to carry on being AMHPs for the time being?

• What factors would influence them leaving the profession?

Model of AMHP Delivery• Centralised model = ‘sectioning machine’

• Less AMHPs in CMHTs and other teams means that the wider role of the AMHP is reduced

• However AMHPs in teams are struggling with no recognition of their AMHP role and having to juggle high workload in team with AMHP duties

• Does the model affect the relationships with the MDT?

AMHP Training

• Are we training sufficient numbers to replace the numbers leaving the service?

• Capacity issues for services if there is no backfill arrangements

• Would different models of AMHP training allow for greater numbers to be trained simultaneously?

• Should Local Authorities be solely responsible for training AMHPs – could NHS partners also contribute to training of AMHPs?

Retaining AMHPsSystem and structural supports for AMHPs.

Beds…Beds…Beds…

Workload reduction if in other teams

Strategic influence on service redesign (particularly of community services) and realistic alternatives to admission in local areas

• CPD and supervision for AMHPs – individual and group

• Health and wellbeing of workforce – stress and long hours

• Financial remuneration

Workforce Planning

• Do we know how many of the AMHPs have left due to work pressures and how many have retired?

• What is the collective information from exit interviews?

• Do we know how many new AMHPs will be required over the next 5 years?

• Should Councils allow AMHPs ‘to give up their warrants’?

‘Sufficient Number’ of AMHPs

• Social Services Inspectorate (1991). ‘Approved Social Workers: Developing A Service.’ London, Social Services Inspectorate.

Recommended that LSSA’s adopt a formula for establishing numbers of ASWs required in their area. The formula recommended a ratio to local head of population data per LSSA (mean average)London boroughs: 1 ASW to 7,600 head of population.Outside London: 1 ASW to 11,800 head of population.

This was 26 years ago – time for a new ratio? Who would work this out?

Table Top work:

• Identify 3 key Top Tips to Local Authorities – need to be practical and realistic!

Tables:

1. AMHP Training

2. AMHP Models of Delivery

3. Retention of AMHPs/Determining workforce requirements locally

Asset and strengths based social work and organisational learning and development

implications

Lynn Romeo, Chief Social Worker, Department of Health

Why is asset based social work important? What should it look like?

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Asset and Strengths Based Social Work

Lyn RomeoChief Social Worker for AdultsTwitter: @LynRomeo_CSWchiefsocialworkerforadults@dh.gsi.gov.uk

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What do strengths based approaches look like?

Strengths Based

Approaches

ABCD

Strengths Perspective

in Social Work

Person Centred

Approaches

Narrative Approaches

Appreciative

Inquiry

Solution

Focused

Dr Amanda Howard,

University of Newcastle

Strengths Based Social Work

Local Area

Coordination

3

conversations

model

Family Group

Conferencing

Restorative

Practice

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Systemic / Narrative Approaches

1. People are experts in their own lives

2. Professionals are collaborators with people with whom they work

3. Stories are central to people’s lives creating and/or limiting

4. Opportunities for change

5. People can re frame and change the narrative in their life and professionals act as collaborators in this process

6. Problems are separate from people and the relationships between people and their problems can change

Strengths Based Social Work

62

Why is asset based work important

Strengths Based Social Work

Supports people, carers and

communities to find the solutions that are

right for them

Getting alongside people – power

analysis and social justice principles

What matters rather than what's wrong

What's possible and who cares – reflecting

and improving

Best use of what we have – community

resources and enterprises

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Organisational learning and development implications

• Stop doing things to people – doesn’t work and costs a lot

• Listen to people and staff - start doing with

• Reduce assessment and referral processes that promote dependency on state – invest in community building, citizen action

• Train staff to have different conversations with people – what matters not what's the matter

• Give permission to staff to work differently to connect people to their communities - helping rather than gatekeeping!

Strengths Based Social Work

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Organisational learning and development implications

• Isolation and loneliness key determinates of mental and physical ill health

• Know and invest in communities – close things that don’t work

• Neighborhoods as essential building blocks of public services (GP surgeries; schools; libraries )

• Digital investment – connect staff and residents

• Engage all partners , community , public and private sector

• Leadership team that really believe in this different way of working - knowledge ; authenticity ; presence vs position; status; gravitas

Strengths Based Social Work

CASE STUDIES: Strength based approaches in practice: key learning

Stuart Cowley, Wigan Council

Mathew Kendall, London Borough of Barnet

Martin Farran, City of York Council

Stuart CowleyDirector

Adult Social Care and HealthWigan Council

ADASS/SCIE/SfC Workforce Seminar 17th November 2017

Wigan in Profile

• 320,000 Population. Ninth-largest metropolitan authority in England, second largest Council in Greater Manchester

• Local Authority responsible for an annual revenue budget of £864m a year

• Adult Social Care accounts for around a third of the Councils net resource

• Over 7,000 people supported within adult social care each year

• Annual Health & Social Care spend across the place - £669m.

Context – Adult Social Care

The Case for Change

• 2011/12 projected overspend of £6.9million, with rising demand for services

• A traditional service model - care management focus

• Lack of leadership and direction

• Accountability issues throughout the service

• Dis-engaged and risk averse staff; multiple assessments; bureaucratic processes.

Our response

• Opportunity to do thing differently

• Wigan one of six to be awarded ‘Creative Councils’ funding to test new ideas about how public services are delivered

• A new relationship with residents and communities

• People at the Heart of Scholes’ - integral to this thinking supported by NESTA and the LGA

• Work in Scholes - powerful impact and challenged the way we work with services users and the wider community

• Commitment to invest at scale.

Making it happen: it’s simple but profound

• Having a different conversation

• Knowing your community better

• Attitudes and behaviours of staff

• Co-location of teams and partner agencies in a place

• Giving permission and freedom to redesign and innovate

Attitudes and behaviours of staff

Be Positive… take pride in all that you do

Be Courageous… be open to doing things differently

Be Accountable… be responsible for making things better

for adult social care and health

a movement not a project

The Deal Training

BE OPEN TO DOING THINGS DIFFERENTLY

Be prepared to have a different conversation Be open minded to our new approach

Work with new technologies Tell us how technology can help

Know our communities better Tell us what works, what could be improved

Work with people, not do to or for people Be willing to work with us

Seek local solutions first Work with us to innovate locally

BE PERSONALLY RESPONSIBLE FOR RESULTSTry to sort it out first time for people, solve it yourself

with people when you canTell us how to we can change the way we work with

you to build relationships and trust

Be clear why and when someone else takes responsibility on

Understand we can’t always stay involved personally and community often best lead

Raise it when the way we approach work gets in the way of you being able to deliver results

Raise it when the way we approach work gets in the way of you being able to deliver results

Make sure you tell someone if you’re worried, and that you know what’s being done

Make sure you tell someone if you think people aren’t safe

BE POSITIVE AND ENGAGED

Give your best every day Trust we are ready to listen and change

Care about your work Care about your community

Believe in the borough Believe in the borough

DEAL BEHAVIOURS

Giving permission and freedom to redesign and innovate

Confident Place, Confident People.

After having a different conversation:

• Revealed a love of tapestry and sewing• Three weekly sessions with Daisy Chain

stitches at community centre • New friends with a shared interest in her

passion of tapestry• Her husband had the chance to have respite

and pursue his own interests

Before :

• Jane felt isolated from the community

• Heavily reliant on her husband to the point where she felt like a burden to him

• To have friends with similar interests to develop meaningful relationships

Jane aged 76 years old severe back problems resulting in daily pain and reduced ability in mobility

The SavingsOriginal monthly cost: £494New monthly cost: £0Monthly saving: £494

Having a different conversation

Partner agencies

• Ethical Community Services Framework

• Ethical Community Living Framework

• Reformed Homecare

• Rigorous Quality Assurance

Deal for your street

Job

Sp

eci

fica

tio

n

The Deal

Confident Place, Confident People.

Achievements from applying The Deal

Community Book - innovative online community matching tool for diverse range of community based activities, co-designed with the community.

Reducing demand for formal services: - 8,818 people (2013/14) - 7,782 people (2016/17)

Radical workforce redesign, value based recruitment and selection achieving unprecedented levels of staff satisfaction

Reducing of permanent admissions into residential or nursing care -over 65s

89% of domiciliary and 75% of care home providers rated ‘good’ or ‘outstanding’. Regional average 81% and 66% respectively.

Over three quarters of people supported by our ‘Outstanding’ Reablement service require no further ongoing social care support

Contribution to acute stability and system demand. NHS-Social Care Interface Dashboard: Wigan 7th best performing nationally, strongest of 23 Councils in the North West

Healthy life expectancy in the most deprived areas increased by seven years.

Workforce … the picture in 2017

Staff assets utilised

High staff engagement

Reduced sickness absence

Positive attitudes:

Confident Place, Confident People.

Impact of workforce reform

• Different approach taken to the challenge of austerity and demographic change. Invest to save mind set

• £26m of savings delivered within adult social care since 2011/12 simultaneous to improving services & outcomes

• Strengthened investment in prevention & early intervention. Spend in 2018 to be 100% higher in this area than in 2011

• £5m invested in local fees over the last 2 years to secure sustainability

• £2m Residential Investment Fund launched as part of a wider package of reform to drive efficiency, innovation and capacity

• Well positioned comparatively. Genuine opportunity to invest new allocations in accelerated reform across the place

Summary and next steps

• We are proud of the results we are getting through applying the asset based approach

• Positive behaviour and attitude of staff a big feature of the successes

• Ensure the Deal continues to deliver the best experience and outcomes to our customers offering high quality solutions

• Extending Deal behaviours and permissions to the wider health and social care system

• Continue the journey of integration within Health and Social Care- bringing the workforce together to achieve better outcomes

• Continue to listen to our workforce to continuously improve services for our residents

Shifting from a culture of permissions to do things differently to an expectation that things will be done differently

ADASS, SCIE and Skills for Care Workforce Development

82

Introducing

Practice at the London Borough of Barnet

Presented by: Mathew Kendall Adults and Communities Director

What we set out to achieve…

Create a shared understanding of what strengths-based practice means

Change behaviours

Learn new skills / refresh skills

Learn as we went

A crusade rather than a project

Have different conversations

Learning and development program objectives

Provide practical learning in strengths-based working, in order to improve understanding ofwhat it is (particularly in the context of the Care Act 2014) and how it can be demonstrated

Increase awareness of resources that are available to support a strengths-based approach

Provide training in the ’softer’ skills and behaviours that could underpin a strengths-basedapproach

Abide by the principle of brief-simulate-do in a safe and comfortable learning environment

Increase comfort and confidence in applying a strengths-based approach and encouragingits usage within the workplace

Explore multiple disciplines and routes in order to create a learning environment conduciveto all learning styles.

The Co Designed approach

85

WEEK- 4 WEEK- 3 WEEK- 2 WEEK- 1 WEEK1 WEEK2 WEEK3 WEEK4 WEEK5 WEEK6 WEEK7 WEEK8

PLANNING&COMMUNICATIONS

CORELEARNING

SMALLGROUPCOACHING

REFLECTIVEPRACTICESESSIONS

CASESTUDIES

STRENGTHS-BASEDWORKINGWITHADULTS

Snapshot of core learning days

Day 1: Care Act & SBP Day 2: Research day Day 3: SB Conversation

Day 4 Actors day Day 5: CPS training Day 6: Community knowledge

It was well worth it though

…continued

Lessons learnt and top tips

Plan-Do-Check-Act

Encouraging staff to create their own tools and techniques

Senior management ownership

Continuation of mixed team and mixed role cohorts on the learning and development programme

Embedding and sustainment early on

Ability to scale the program

Date / time Security marking 90

Christine’s story

Working Together For York

A city of capacity, shared assets & human rights

Martin Farran – Director of Health, Housing & Adult Social Care

“Working Together for York”

• Through an asset based community development approach & new community operating model we are exploring prevention, early help & system change

• Wider cross council strategy with system partners & community reflecting genuine collaboration on outcomes

• Place based social action

• Promoting active citizenship & co-production

• New Health & Wellbeing Strategy

• Training in ABCD across Council and with CVS

Inverting the Triangle -Future System

• The first option is always to use the capacity of the individual and their community to maintain independence.

• Greater proportion of work with people outside traditional Social Care services.

• Social Care services are there when other solutions have already been tried.

Information and advice, lifestyle changes and supportive communities

Reablement and interventions to maintain

independence

Complex or long-term packages of

support

Assistance to maintain independence

Assessment and personal

budget

Building strong, resilient & inclusive communitiesOur agreed approach is to encourage resilient communities that:

• Are self managing and less reliant on the council and other agencies for help.

• Are able to minimise the disruption to everyday life that unforeseen events present.

• Enable people to be more resourceful.

• Enable people to have more control of their own lives.

• Ensure people are equipped and willing to play a part in community life.

Building on opportunities• New operating model across ASC Future Focus

• Local Area Coordination – a vision for a good life

• Community Catalysts

• Co-designed social action strategy – People Helping People, reflecting Cities of Service model

• Universities, CVS, CYC, International Service and Primary Care exploring together impact volunteering approach to addressing local challenges

• Coaching York

• Complemented by York first UK City of Human Rights launch

• Celebrate, celebrate, celebrate!

What is Future Focus?

Future Focus Design Principles

Simplify processes, paperwork and

systems.

Model the principles of co-production, valuing the

contribution of people as partners and equals in the design and delivery of this

change.

Look to make best use of the skills, assets and information in the City to ensure that support is always person centred and focussed on independence and choice.

Focus on solutions that help people help themselves, to live the fullest life they can, and maintain their health and independence for as long as possible.

Have a skilled workforce who will provide the right level of

support at the right time to help people plan for the future

and maintain independence and wellbeing

A new conversation and relationship

• To make the necessary shift we need to broach a new conversation with our residents.

• With a new conversation we may change the relationship; if we change the relationship we may change the behaviours; if we change the behaviours we may change the outcomes.

Professor Bob Garvey

The Future Focus Programme• Internal programme team established including workforce

development and operational management representation• Staff engagement and option generation: significant

investment in staff engagement including design workshops, drop in sessions and completion of time allocation surveys

• Data and business intelligence analysis• Stakeholder and partner engagement• Citizen engagement: Letters and information leaflets about

the planned changes have been sent widely to citizens across York providing a range of options to be able to contribute. To date, we have received 43 responses. Of those who responded, 23 people want to be further involved and have been invited to face to face focus group meetings.

• Business Plan Finalised

What do we plan to do next?

• Embed a culture of strengths based, person centred working across the adult social care workforce

• Co design working processes and paperwork to support a strength based approach

• Test the new approaches within an agreed ‘innovation site (s)’, linking in with other place based initiatives across York

• Share learning from innovation site (s)

• Plan and implement roll out

• Consider the links between other locality/place based teams within CYC and how this work complements any whole council approach to asset based working.

• Evaluate impact and effectiveness and review as appropriate

From adversity comes new solutions

• York Floods

• Let it Snow

Dependence, Independence, Interdependence

Connecting lives through life stories – linking assets with challenges

TABLE DISCUSSIONS

• What should councils do to support the development of strengths based

approaches for people and communities?

• What needs to happen next?

Summary & Closing Remarks

Tony Hunter, Chief Executive, SCIE

&

Margaret Willcox, ADASS President